Innovative Products In Creative Companies How To Manage To Develop Them

Studienarbeit aus dem Jahr 2010 im Fachbereich BWL - Unternehmensführung, Management, Organisation, Freie Universität Berlin, Sprache: Deutsch, Abstract: Environment, both social and institutional, plays nearly the main part in establishment of creativity in the company. It exists on every enterprise and can serve as the base for spreading the ideas and attitudes to work among the staff, especially in the hands of experienced leaders. Technology in terms of our topic is an educational element in the system of management. Openness and Diversity represent the collective of the company, when different people, sometimes employees of different positions and statuses are open for communication and equal collaboration in the name of the firm’s progress and prosperity. And of course the main part in creativity is Human Capital. They are part of the environment, they can alter the environment and together in cooperation they can create innovative ideas. Usually human capital is most flexible and therefore most creative at the time of the company’s start up, when there is no gap between the leaders of the company and the other staff. Leaders think globally and with their own example infect the ordinary staff in close communication with ideas and with the need to innovate. But with the company’s growth, the amount of the staff grows, there appears the middle layer – managers, who become the connecting link between the leaders of the firm and the staff, and the feeling of unity usually weakens and finally disappears. After analyzing information about how creational the management system of big market players is we found that not every company’s creational environment can fight the crisis of becoming a solid corporation. Information technology in its turn is the field which has more opportunities for innovation and creation than any other due to the fact that it is a new and still developing sphere. That is why we were interested to study an example of a company dealing with a more traditional field where usually success means to follow a prevailing standard. Now we can conclude that creative management can be achieved with the help of two nearly opposite and a little bit contradictive approaches. And we can call them Western-American approach and Eastern-Japanese one. Both have the right to exist and be implemented, both can bring impressive results. The difference between them is in where to put them into practice. Each cultural and geographical environment has the prerequisites to chose one or another depending on which is closer to their mentality: the examples of Google Way or the Toyota Way.

A breakthrough in management thinking, “weird ideas” can help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional and counterintuitive. Creativity, new ideas, innovation—in any age they are keys to success. Yet, as Stanford professor Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative. In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable" and "reward success and failure, but punish inaction," strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird"—and now, thanks to Robert Sutton's work, we have the tools we need to do so.

The discovery of market needs and the manufacture of a product to meet those needs are integral parts of the same process. Since most textbooks on new product development are written from either a marketing or an engineering perspective, it is important for students to encounter these two aspects of product development together in a single text. Product Design: Practical Methods for the Systematic Development of New Products covers the entire new product development process, from market research through concept design, embodiment design, design for manufacture, and product launch. Systematic and practical in its approach, the text offers both a structured management framework for product development and an extensive range of specific design methods. Chapters feature "Design Toolkits" that provide detailed guidance on systematic design methods, present examples with familiar products, and conclude with reviews of key concepts. This major text aims to turn the often haphazard and unstructured product design process into a quality-controlled, streamlined, and manageable procedure. It is ideal for students of engineering, design, and technology on their path to designing new products.

Innovation is an undisputed catalyst for company growth, yet many managers across industries fail to create a climate that encourages and rewards innovation. Managing Creativity and Innovation explores the manager's role in sparking organizational creativity and offers insight into what managers and leaders must do to increase successful innovation. Contents include: Generating new ideas and recognizing opportunities Moving innovation to market Removing mental blocks to creativity Establishing a strategic direction for profitable product development Brainstorming and fostering creative conflict within groups Creating an innovation-friendly culture Plus, readers can access free interactive tools on the Harvard Business Essentials companion web site. Series Adviser: Ralph Katz Dr. Katz is professor of management at Northeastern University's College of Business and in the Management of Technology Group of M.I.T.'s Sloan School of Management. He has carried out extensive management research on technology-based innovation with emphasis in the management of technical professionals and project teams. Harvard Business Essentials The Reliable Source for Busy Managers The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience. To assure quality and accuracy, each volume is closely reviewed by a specialized content adviser from a world class business school. Whether you are a new manager interested in expanding your skills or an experienced executive looking for a personal resource, these solution-oriented books offer reliable answers at your fingertips.

Achieving commercial success through innovation is highly desirable, but difficult to achieve in practice. 50% of product development costs are likely to result in a failed product and in some sectors, such as FMCGs, this figure is more like 75%. What is the problem? Typically, out of nine month's product development cycle, only two weeks are devoted to the generation of ideas and creative design - the "front end". This is the missing link - insufficient idea generation and creativity management, or the pre-development phase, can lead to the failure of the product. So, what can you do to avoid product failure? Requirements Capture is the "front end". It is the processs by which the needs, preferences and requirements of individuals and groups significant to product development are researched and identified. Requirements cature defines: * Customer, user and market requirements * Design requirements * Technical requirements The requirements capture model constitutes three phases: * Information gathering * Information transformation * Requirements generation In this book, Margaret Bruce and Rachel Cooper present and explain requirements capture in a step-by-step, practical guide that will enable you to plan and implement the process successfully within your organisation. Whether you produce food products or technically complex products, this book will be an invaluable asset in assisting your product development process.

This book offers new insights into the complex set of activities and decisions of product innovation management. It provides concepts, methods, and tools that can help accelerate the introduction of successful products to the market in an increasingly competitive and changing business landscape. It also offers examples and case studies, and it is the result of more than 20 years of study, research, and consulting carried out by the two authors in the field of innovation management. The book discusses the demanding challenges of product innovation and offers practitioners guidance on how to respond to these challenges. It presents a three-level framework (the “innovation pyramid”), which reflects the core components of a firm’s innovation capability: first, intelligence - absorbing information and knowledge from the outside world by looking beyond the familiar territories of the current market, technology, and customers; second, discovery - exploring opportunities for innovation through creative ideation and technology experimentation; and third, development - transforming opportunities into profitable new products and services.

This is the third volume of publications on recent developments in Innovation Management within the newly established series edited by Kempten University of Applied Science and published by Deutsches Institut für Ideen- und Innovationsmanagement, the German institute for idea and innovation management. The authors are Master students enrolled in the Master programme "Global Business Development". The papers cover a wide range of different approaches to highlight how management theory responds to the contingencies of an increasing complex and volatile business environment.